This may seem an odd subject based on my labor relations background representing management, but settling disputes effectively is to everyone’s advantage. It can be a real win-win, for you, the potential grievor, for the union and for management. Grievance procedures vary significantly, but the critical stage should be before the grievance is submitted and in direct discussion between you and your supervisor. It should not be a standoff, with you telling the supervisor he/she must do something or the supervisor not being prepared to listen, it should be good two-way discussion. You should calmly present your arguments and listen to the supervisor (and vice-versa) and if it is resolved, that is great and everyone can move on. Listening is important for both parties to understand where the other person is coming from and may suggest a type of compromise (subject to the CBA) that may be appropriate. If the complaint is not settled pre-grievance, you will have to understand whether the issue is a violation of the collective agreement (or linked legislation) or not covered by the collective agreement, but something you consider a very valid complaint for other reasons. Discuss, of course, with your union representative, who will be able to clarify and suggest an approach if the grievance procedure does not seem appropriate. It is very important to tell your union representative the whole story, including any negative aspects that may possibly affect your position. You must understand that if, at the grievance meeting, something is revealed that you should have disclosed to your union representative, it could seriously affect the outcome and your credibility. The part I am more familiar with is facing you, the grievor, at the grievance meeting. The issue should be settled based on facts, but in some cases, particularly discipline, there can be many variables. It is very important that if you speak at the meeting, you speak in a consistent manner. If you are claiming extenuating circumstances or a one-time mistake that you regret, project that consistently and avoid mixed signals. Follow the lead of your union representative - surprises are not welcomed. These principles equally apply on the management side, when an outburst from your supervisor may even strengthen some of your claims. Don’t try to provoke it, however, as that could also backlash. If grieving against termination, you must make it clear that if you return you will be an excellent employee, you have learned your lesson and it (whatever) would never happen again. Avoid looking smug or glaring across at your supervisor, sincerity and, when appropriate, remorse can make a difference. There will always be issues between the union and the company by virtue of the legal relationship and negotiation stances, but it would certainly be nice if the more personal issues between individuals and management are resolved as smoothly as possible. There would be less frustration and less time spent on negative things. Proactively, open discussion in the work area, possibly at a department meeting, can often help address some of the glitches and annoyances that otherwise can evolve into major problems. I have introduced this subject in a very brief, probably simplistic way and would welcome very much your input and suggestions, whether talking as an employee, the union or management, or from any other perspective. Thank you for your interest. I hope this has been a little bit helpful. Ian

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Independent Human Resources Professional located in Toronto, Canada and providing a full range of Human Resources services including small business support and acting as a Volunteer Community Mediator.